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The SEND Strategy for Wakefield District
2016 – 2019
FOREWORD
“I hope everyone reading the SEND strategy will be excited by this document. So many
negatives around budget cuts and care issues seem to be happening at present. This
strategy is very positive and puts children and young people at the centre and commits
all the agencies involved to work together with parents and carers to ensure a joined up
service, which will surely benefit our children and young people. I look forward to
learning of further progress as it develops over the next few years”
Cllr Olivia Rowley
Cabinet Member with responsibility for Children and Young People.
“A measure of any society is the extent to which it promotes and supports those with
additional needs and disabilities. This SEND Strategy sets out our commitment to
improving what we do and how we do it so that Wakefield is a truly great place to grow
up – for all children and young people”
John Wilson
Director of Children & Young People’s Services
SECTION 1
Introduction:
Although there is no longer a statutory duty for Local Authorities to publish a strategy
for special educational needs and disabilities (SEND), in Wakefield we believe that it is
important to set out and share our vision for SEND.
This SEND Strategy sets out a three year strategy for the work we collectively aim to
achieve to improve services and outcomes for children, young people and adults with
SEND, aged 0-25 years, in Wakefield.
The case for change:
In April 2014 the Children and Families Act 2014 received Royal Assent. The Act
outlines a significant reform agenda to improve services for children and young people
with SEND and place children, young people and their families at the centre of decision
making, giving them greater control over the services they receive and the outcomes
they wish to achieve.
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The Act promotes the need for parents to be engaged at an individual and strategic
level, and crucially, the Act recognises the importance of children and young people
being able to express their views and be heard, especially when a young person moves
towards adulthood.
The Legislation and Duties placed on Local Authorities and Health partners are set out
in the SEND Code of Practice, issued in June 2014.
The Duties cover the following key areas:
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The Local Authority and Health partners must collaborate in the development,
publication and delivery of a Local Offer by September 2014.
Local Authorities and Health partners must develop and deliver an Integrated
Assessment by September 2014.
Local Authorities and Health partners must have joint arrangements in place to
agree outcomes in respect of the integrated Education, Health & Care
Assessment, and the provision as outlined in the Education, Health & Care
Plans (EHC Plans) by September 2014.
Local Authorities and Clinical Commissioning Groups (CCGs) must have joint
commissioning arrangements in place to enable the delivery of EHC Plans by
September 2014.
Local Authorities and Health partners need to develop an integrated approach to
the delivery of services to support the needs of children and young people with
SEND/EHC Plans.
Local Authorities and Health partners must clearly identify what will be offered as
a Personal Budget by 1st October 2014.
Achievements in Wakefield to date:
Following the production of the draft Code of Practice in 2013, the Council set up the
SEND Transformation Programme Board. The purpose of the SEND Transformation
Programme Board is to oversee, lead and ensure the implementation of the SEND
reforms across the Council and the Health Service. As well as comprising senior
managers from the Local Authority and Health Partners, membership of the Board
include a parent representative who has proved vital in enabling the delivery of the
SEND reforms as well as providing challenge, influence and support at a strategic
level.
Due to the significance of the changes required by the SEND reforms, the Board
established work streams, each dedicated to delivering specific key outcomes required
from the SEND reforms. These work streams have evolved over time and there are
now four work streams as follows:
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The Local Offer & Engagement – this work stream has the lead on developing the
Wakefield Local Offer and ensuring that it is interactive, accessible and current. The
Wakefield Local Offer went live in September 2014 and can be accessed at:
http://wakefield.mylocaloffer.org. It also has the lead on ensuring that parents/carers,
children, young people (aged 0-25years) are kept informed, engaged and fully
consulted in the developments that arise from the SEND reforms.
Integrated Assessment & Planning – this work stream has the lead on developing an
integrated approach to assessing the SEND needs of an individual. It has also
developed the format for the Wakefield (EHC Plans).
Personalisation & Self-directed Support – this work stream has the lead on
developing the opportunities for those with SEND and their parents/carers to be able to
access a Personal Budget so that they can have more control over the services they
receive to support their education, health and social care needs. It also leads on the
work to support organisations and partners to “Think Personal”
Post-16 – this work stream has the lead on applying joined up thinking for Post-16
provision across the Wakefield District. It is one of the newest work streams and was
established in December 2015. The work stream will focus on identifying progression
routes for young people with SEND, including academia, employment and
independence and working to identify any gaps.
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SECTION 2
Our priorities for the SEND Strategy 2016-2019:
Wakefield Council has been working closely with partner agencies, particularly
schools/academies, colleges and the local health community to ensure delivery of the
SEND reforms and identify key priorities. The SEND Strategy for 2016-2019 will focus
on the following priority areas:
1. Engagement and the Local Offer – to continue to develop the Local Offer to improve
accessibility, interaction and use of the Local Offer website. Engagement with
parents/carers and those with SEND will influence the continued development of the
Local Offer, as well as shape the delivery of services to support them.
2. Integrated Assessments, Personalisation and Personal Budgets – to continue to
review and improve the integrated education, health and care assessment process
ensuring the system and outcomes are increasingly personalised. This in turn will
link to the opportunity for all eligible individuals to access a Personal Budget for
education, health and/or care, as appropriate.
3. Integrated services and joint commissioning – to bring together services across
education, health and social care to enable smoother planning and delivery of
services to those with SEND.
4. Developing choice for specialist care provision – to support and lead on the
development of external providers, such as childcare settings, out of school clubs
and personal care providers to ensure they are better equipped and able to meet
the needs of those with SEND.
5. Education provision for those with SEND aged 2-25 – to further develop education
provision for those with SEND to access an appropriately broad, balanced
curriculum that supports their individual needs and aspirations. In post-16, the
learning offer will be varied and support young people to progress towards their
future goals and achieve meaningful outcomes.
These priorities will be delivered collaboratively across the Council, schools/academies,
colleges and health partners.
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1. Engagement and Local Offer
Where we are now:
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The co-produced Local Offer has been published and systems to review and
publish feedback are in place.
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The SEND Festival events (developed to bring the Local Offer to life and to
provide information and engagement opportunities) have successfully been held.
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The Wakefield People’s Charter has been developed to underpin an
engagement strategy. The Local Offer work stream has been combined with the
Engagement work stream to ensure consistent and continued co-production of
the Local Offer.
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The objectives listed below have been co-produced within the Engagement work
stream.
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Advocacy services have been delivered for children and young people.
What we need to do:
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Continue to review and update the Local Offer in line with the SEND Code of
Practice.
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Develop wider opportunities for those with SEND to contribute to engagement
and strategic development in line with the SEND Code of Practice.
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Develop effective processes to use and share data, including the Disabled
Children’s Register, to ensure that commissioning is based upon up to date
information about the District.
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Develop wider links to other stakeholder organisations not currently represented
within the Engagement work stream.
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Increase parent/carer participation in engagement events.
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Overarching targets:
1.Develop a consistent plan to implement and embed the Wakefield People’s
Charter with all stakeholders.
2.Develop a consistent planned approach to attending District-wide events to
enable consistent engagement with the community.
3.Develop strategic SEND engagement events based on information from data sets
about SEND service users.
4.Develop a more consistent and effective approach to engaging with those with
SEND through partnership with other organisations.
5.Develop an inclusive forum which enables the views of those with SEND to be
included as part of wider consultation with other children and young people.
2. Integrated Assessment and personalised approaches, including Personal
Budgets
Where we are now:
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The CCG has developed a mechanism and offer for Personal Budgets.
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The procedures are in place and the Council is issuing EHC Plans.
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Timeframes for the provision of EHC Plans within a 20 week deadline are on
track
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Transitions from Statements to EHCP Plan according to the year group of the
children and young people are on track.
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Schools/Academies and others have been trained and are supporting the
Council in the development of EHC Plans.
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Other services are developing their understanding of the EHC procedures.
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Information has been published on the Local Offer re the Personal Budget offer
so far and plans are in place to develop Social Care Personal Budgets.
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The CCG and the Council have jointly commissioned a SENDIASS Service
(Information Advice and Support Service)
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What we need to do:
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Continue to develop the training offer so that all practitioners involved in the
EHC processes are able to make appropriate contributions up to, and including,
statutory reports: to include Health Visitors, Child and Adolescent Mental Health
Service (CAMHS) practitioners, Paediatric Therapists and other relevant
professionals.
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Now that the procedures are well in hand, ensure that the underpinning
processes are understood and in place – including Key Working and Person
Centred Planning.
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Develop parental and young people’s understanding of Direct Payments and
Personal Budgets.
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Develop mechanisms to streamline the Personal Budget Financial Audit.
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Transition the Short Breaks Service to a new style of working and develop the
marketplace to provide Short Breaks support.
Overarching Targets:
1. Ensure that all the processes up to an including the issuing of an EHC Plan use
Person-Centred Planning approaches.
2. Ensure that all the procedures and processes up to an including the issuing of
an EHC Plan include multi-agency assessments developed through integrated
multi-agency planning.
3. Have clear information on the Local Offer regarding the provision of Personal
Budgets, including what is available across all areas of education, health and
care.
4. Have a clear accounting mechanism for the delivery of Personal Budgets.
5. To develop a robust audit tool which monitors the effectiveness of the Council
regarding personalised approaches and the provision of Personal Budgets.
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3. Integrated services and joint commissioning (working with CCG & NHS
Providers to develop Health provision)
Where we are now:
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Plans are in place to integrate adult’s social care with the Complex Care Needs
Team (CCNT)
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Plans are in the early stages of development to integrate the Children with
Learning Disabilities Nursing Team (CTLD) with the CCNT.
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The new commissioning specification for Child and Adult Mental Health Service
(CAMHS )has been developed with a contribution from Education.
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Training to develop and support understanding of the EHC processes and
procedures has been delivered.
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Integrated Early Help Hubs are developing.
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Childcare Inclusion has been brought in-house to ensure childcare sufficiency is
developed to include children and young people with SEND aged 0-18 years.
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The Home Based Breaks Service is working with adult providers to develop
effective packages of support from age 16.
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The Education Health and Care Panel has adult services representation.
What we need to do:
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Ensure that all those contributing to multi-agency planning and support for those
with SEND have accessed appropriate training to understand their roles.
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Where relevant, ensure that all staff have accessed training regarding the EHC
processes.
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Develop a robust Resource Allocation System for children and young people
which links to the allocation model that is already established for adults and
Health.
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Address commissioning arrangements to ensure integrated working between
Children’s Community Teams, CAMHS, Social Care and Education.
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Develop transition models for children and young people receiving Short Breaks
into adult services that are reflected in the EHC Plans.
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Consider the commissioning arrangements to support multi-agency working.
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Help to develop the market to ensure that the services people want to buy with
their personal budgets is available.
Overarching Targets:
1.
Integration of adult’s social care with the CCNT.
2.
Integration of the CTLD Team with CCNT
3.
Ensure information sharing and ICT systems to support integrated working of
CTLD and CCNT.
4.
Address commissioning arrangements to ensure integrated working between
CAMHS, Social Care and Education.
5.
Work with Integrated Early Help Hubs to identify how those with SEND can
access a Universal Offer of support.
6.
Ensure a continuum of multi-agency assessment and service delivery from the
earliest point, possibly by engaging a wider range of partners.
7.
Resource Allocation System/Carers Assessment to be developed for children and
young people aged 0 – 18 years.
8.
Development of Direct Payments for personal care for children and young people
aged 0-18 years which is closely linked to the adult model.
9.
Development of Personal Care Provision and Planning Successful Transition to
Adulthood.
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4. Developing choice for specialist care provision
Where we are now:
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Plans are in place to integrate adult’s social care with the CCNT. This will
ensure that transition is co-ordinated and well planned.
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A review of Short Breaks is underway.
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Childcare Inclusion Funding is available to help childcare providers meet the
needs of children and young people with SEND
What we need to do:
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Develop and implement a robust framework to commission support for those
with SEND to develop a wider range of services and provision and maximise
flexibility and choice.
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Develop strong links between specialist services and child care providers to
ensure inclusive provision across the District.
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Develop regional links to promote joint working on commissioning provision
effectively around childcare and Short Breaks.
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Develop and implement effective resource allocation model for personal care to
ensure that budgets are appropriate and available.
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Implement clear eligibility guidance for provision.
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Develop links with Integrated Early Help Hubs and Youth Services ensure that
there is a robust Universal and Targeted Offer for families with children, young
people and adults with SEND who do not require specialist personal care
provision.
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Work with other regional authorities as part of the White Rose Framework for
Joint Commissioning.
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Overarching Targets:
1. Continued development of specialist provision for those with SEND aged 0 to 25
years.
2. Develop packages of support for Short Breaks for children and young people
aged 16 and 17 through adult providers ensuring appropriate and effective
transition.
3. Embed a robust Resource Allocation System for children and young people that
links to the adult Resource Allocation System.
4. Ensure that children, young people, and adults are participating fully in
Transition Plans and that their needs and views are fully included.
5. Increase the number of Wakefield providers delivering Short Breaks and
childcare to effectively meet needs.
5. Education provision for those with SEND aged 2-25
Where we are now:
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Wakefield Council and the CCGs make joint commissioning arrangements for
education, health and care provisions, delivering appropriate and cost-effective
specialist educational placements for pupils with SEND.
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Wakefield manages and distributes a range of funding to schools to facilitate the
appropriate support for children and young people with SEND via the EHC
Panel, related EPP (External Placement) and High Needs Block provision.
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These Panels have a range of provision to which they can refer, coordinating the
statutory assessment process and, where appropriate, the placement of children
in said specialist provisions in a timely and appropriate manner.
What we need to do:
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A full audit of current resource provision needs to be undertaken to discuss
function and role as well as capacity and expansion.
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Gaps in Wakefield provision needs to be identified based on SEND
requirements and with the full cooperation of all partners including schools, Pupil
Referral Units, colleges and Higher Education.
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Joint commissioning arrangements needs to fully cover and ensure integration of
the services for those aged 0-25 years with SEN or disabilities, both with and
without EHC Plans. Services will include specialist provision offers.
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Joint commissioning describe the way in which partner agencies work together
across Public, Private, Voluntary and Community Sectors to co-ordinate how
they deliver specialist provision that caters for the needs of those with SEND
within the District.
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Ensure that the post-16 learning offer is varied and supports young people to
progress towards their future goals and achieve meaningful outcomes.
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Raise aspirations of young adults and ensure there are employment progression
pathways for young people through organisations facilitating their employment.
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Create links between post-16 provision and adult social care to ensure all
progression pathways are in place and holistic support can be provided.
Legislation overview
Recently there have been a number of significant changes to the way that Local
Authorities and Health partners deliver services and support to children, young people
and adults (0-25) with SEND, and their families. These changes mean that Wakefield
Council, Wakefield schools/Academies and the Wakefield CCG will need to work
differently together in order to develop and achieve a clear vision.
The Children and Families Act 2014 places a duty on Local Authorities to integrate
educational provision and training provision with health and social care provision,
where this would promote well-being and improve the quality of provision for those with
SEN or a disability.
What still needs to be done?
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All the above needs to fall within the Local Offer to support sustainable
arrangements and meaningful co-production.
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Resources in terms of time and money as well as training will need to be
invested.
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SECTION 3
Monitoring arrangements for SEND Strategy delivery
The SEND Transformation Board will have responsibility for monitoring progress
against the SEND Strategy. Further monitoring and update reports will also be
produced and presented to both the Children & Young People Partnership Board and
the Health & Well-being Board.
The relevant SEND work stream groups will have responsibility for monitoring and
implementing the actions associated with the Strategy in order to ensure that the vision
for SEND in Wakefield is achieved.